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With a range of products from tea to the cream, shampoo, toothpaste, Unilever has in the hands of the brand’s most famous World: Lipton, Hellman’s, Ragu, Rama, Magnum, Bertolli, Knorr, Bird ‘Eyes, Slim-Fast, Dove, Pond, Signal, Close-up, Surf and Omo, and it is only a small number of brands of the Group. One spring morning in 1995, 1,400 employees worked for Unilever Vlees Groupe Nederland (UVGN) was concentrated in the shop floor and getting on the bus waiting outside ready to begin a foreign dã. To the point where they are? No one knows. The purpose of the trip da What is foreign? Or no one. “I thought that we will be in the park Efteling entertainment or even Dysneyland,” a worker’s production UVGN said. But so, the employees of this is brought to a warehouse of the company, where Hans Synhaeve, who has just been appointed to the position director of production and Tex Gunning, president of tonnes of UVGN, waiting for Don Ho. Inside the warehouse is 3,700 pa-let plate filled wasted quality from floor to roof. Both warehousing concentrations remain anonymous smell of the food ôi hole. From the caves is the food did not meet criteria for launching market: sausage thoi washing containers in the boxes and packaging are uncovering, the box sauces and soup is leakage, the package dry soup, dressing mix ho packaging … The total value of the shipment defects to the approximately 9 million gundon Netherlands, equivalent to 4,3 triệu euros.

All are ready to put away destroyed. Wait for the air in warehousing and smell timeless precipitate any, Gunning started store hours. An employee in the production line recalled, “At first he said very gently, but then again later on as general remove dress everyone.” Then, the two leaders together with professional quality management products products, accounting and workers along the corridor to count the boxes and estimated the number of holes to lose money, a waste of time and effort in this dong defects. Finally, a delegation tip for all those pa-plate let outside, to the ho are in rows, and then to one hat tung things invisible goods down the value of it is not a ho traders and regret clearance to land. The UVGN has too many problems related to product quality has caused staggering for the majority of employees in the company. “We never have a thought about what we have done” – a factory worker said. “We believe that everything we do that then all well and can not imagine that wasted much to the subject. We are not aware that he has created a dong refuse it. ” Most of the managers of UVGN also just gently look at the records to determine the profits from this year through another year. But profit is only a part of the story, and what happens day in the kho it’s full of garbage UVGN the start of a journey to the desert and to return to their own.

Boats are birds UVGN was established in 1970 on the basis of integrating the two businesses processing and export of food each has a rich history over 150 years old. Close headquartered in Oss, southern Netherlands, UVGN activities both on the field is producing and trading since 1995. The units deliver production UVGN including four factories processing products, meat, soup, sausage and other food synthesis as do dry. Business unit’s product UVGN often through retail agents in the Netherlands. Brand’s first Unox company is also a brand of food and oldest in the Netherlands and is a symbol of the values of traditional industries of food of this country. In spring 1995, when Hans Synhaeve, a former physical kì at Unilever induct Director of production and two months later, he started a collaboration with the Chairman Tex Gunning. They discovered the serious problems existing in their company: increasing revenue dropped from the reduction in 1991, market share is not increased, profits downfall serious and high costs also gradually every year . Accounting department has bung sealing the numbers about the financial situation of the company. List of all products received orders from the market less developed and low profits. Many investments become more expensive immense value. But the problem is still not all. The company faces competition from companies such as CPC and Honig, as well as private label brand, such as Albert Heijn and the competition becomes more and more critical than gắt. Unlike the situation of UVGN, the opponents of UVGN as Campell Heijn and are provided to their shareholders the rate increases doubled.

Be self-handling of his job! Things became worse when in 1993, declared UVGN stopped producing products with four reasons deficits fuel sources is important, there is no method of storage, the packaging does not meet the requirements and do not conform with the tastes of consumers. Products canned beef should be mixed more pork. Fresh meat products do not have the nature preserve important. Due to leakage problems in the box products, canned bean soup for the family – a product the role of the first train Unox also be stopped production. And this decision has affected remarkably to the operation of the company. Main decisions stopped producing the product has contributed to rapidly promote the process of closing the factory in Oss. Because the rate of product did not meet quality requirements increasingly high, a group managing the shop floor has decided to make these products into new products first. They provide a lot group of employees remove labels from the shell of the product and sausage soup can also be used, then sold at discount stores of the company. However, demand in the market do not need those goods and poor quality programs, so the number of products excluded any continuing rise. No one in UVGN calculate the loss of when they must produce and sell the goods first subject left certainly contrary to the purpose of the high quality products initially. And also not one who requested data specific. For employees in the factory, the principle of autonomy they are worried about retrieve their work, while, the experts managed to always keep a particular attitude for both the lower level and upper level of them. One year no, as a professional monitoring plan and met with sếp said that he himself can not award funds recognized by the loss due to leakage problems in the product packaging pork sausage smoked, senior answered this management position that: “His mission is self-lo took his work to go, but we are the ones who will be responsible for quality.” In other words, do not even interested in What system do, let’s get the worry of his!

Parties shore of bankruptcy The company should have “the changes thoroughly,” Synhaeve speeches, “a company no longer get any little response. I’ve seen a lot of good personal and working efficiency in the company, but need to waken them up. Because in one aspect that, then they die. ” When that managers only pay attention to profitability, it deserves all the companies will not have a vision towards the front as well as strategies, directions and activities have long-term effectiveness. The development of human resources is almost forgotten. The company has virtually no more a new product does. Since the 1970s back here only once more to reform the organizational structure and the Education personnel in the company, which is to remove the slaughter and team work universal, reducing the total number of employees from seven thousand people down to approximately one thousand four hundred people in 1995. Many employees have worked for the company almost throughout their lives, many people have worked for ten years UVGN from four years old and is expected to continue to make time for retirement. Having to meet an Arab campus before the great change in the tendency of consumers and pressure must be maintained profitability has led both companies as exhausted. One accountant said, “Nearly all the directors are to dampen out. They no longer is a collective any more. Some people too old, was almost at the ramp on the other side of the way to work for Unilever. He has a very sếp know how to practice, always eat sausage mouth and died due to a heart pain. And now a manager of human form of the model offices are located replaced sếp no, all day he just sits in the office only. ” Head of Unilever became the focal point of any note. The goal is to UVGN or right to change immediately, if not, the company will be sold to a partner does. As word of a material in, urgent challenges of UVGN at this time is to “prevent the boats from being dam”. And also need to have a bell landscape provinces enough sound to everyone. Only the position to tonnes leaders know how to attract the attention of people here.

New chairman begin working hard Clearly, right from the beginning, people can see your new chairman of UVGN necessarily with other people’s money for him. As a home economics have been trained and basically at the same time, as things in former kì UVGN, Gunning not show yourself as a person created too motivated or a man in the classic Group as it is still . A manager recalled, “When I met you Chairman tonnes first time, in speeches offer distinct from the former Chairman, I think, then day, everything will be different ones! Most of this will “. Louis Willem “Tex” Gunning born 1950 in the Netherlands. Youths Gunning of convergence fully what the school still often use to be a characteristic of leaders in the future: his father died at the age of childhood, love the people devote to work and hate the People who do not belong to that tip, to the early despite their leaders and have an anti-relationship. Gunning began a career in the late 1970s when he was involved in Peat, Marwick Auditing and then move through parts of the consulting services of their strategy. In 1983, Tex worked for Unilever in office management and then, in 1984, he moved over to office manager at a subsidiary in the Netherlands as Van den Bergh / Jurgens. Period from 1987 to 1989 has opened the new horizon for the life of Tex Gunning, when he worked in the office Commissions letter signed by the Special Director Unilever. TeX manner, “It is working for Florish Maljer, a president of the Dutch at that time is a task that has changed my life. I have the opportunity to be exposed to the intelligent, deep and each spent more than necessarily himself. And I also realize that their need to work hard more, must read more knowledge of philosophy and history “. The amount of time working in committee has signed letters help Tex knowledge of the entire operations of the company and have the opportunity to be in contact with key officials here. Gunning is also a favorite marathon running and enthuse the book as well as the administration works on classical philosophy and recreate the heart study. Some observers describe appearance Tex “go gay, it appears children, but if you do not have it, then he will become less attracted others”. A typical feature of him as “always trying to learn to solve problems pungent happening”. And real results, receipt of UVGN tasks in, Tex must face a series of problems like that.

Handle hands When Unilever began implementing a trip to the desert and return to, Gunning return to the country after a long time working abroad. He recognized that the position of Director of Trade and Unilever Thailand which is the next Executive Director of the company’s food corporation in Australia. Six years working abroad has brought Gunning for so many ideas and ambitions do not stop to changes everything. All day, he presented at the workshop to work, invite employees to attend these meetings and important events of the company. Gunning often appears in the familiar jeans rather than the vet offices. Between the rigorous demands and challenges of knowledge, Gunning soon be evaluated as a man “because people”, others certainly have the management at Unilever. A manager here commented: “He thoroughly understands the issues outstanding in the company and closely linked to the system employed at all levels. TeX know the names of all people, you can chat with him because he understood the problems you are speaking. Most of the chairman position only other sitting in your office and you only have your chances of having them twice, it is time they step into the company and take time out and wave goodbye my love “. TeX favorable than a lot when induct, by previously had Hans Synhaeve in management. Reasons is the chèo if you want Tex boat against the birds are down this, he needs to a lot of experience in friends of his. Hans – a steam-old driver and is seen as “the kind of company”, is leaf firmly tonnes for president of younger, less capital tasting spent much of practical experience in factories to apply Suited to the plan of reform themselves. In collaboration with the Hans, after removal to the original distance between two people, Tex quickly create prestige with the managers as well as employees of UVGN. They feel that what is said Tex and the objectives of the neo chairman behind the work of his. And they also believe that Tex really interested in the company as well as moods, attitudes of individual employees for the development, because the work of each person. Effectiveness in the work of Tex clear that you can touch it. However, it is still the attitude of doubt and compassion doubt about Tex, a professional management laboratory expressed: I’ve worked here within twenty-six years and undergoing a six-year tenure or the Chairman. Therefore I think, some people go at it to those who have. Tex ago, there were so many people … However, Tex did I have to pay attention to him much. He can express continuity within three hours but still makes us nín breathing and listening to think about what Tex said. But we can still difficult to believe this man is: he was a good day, they say, but how dare have resolutely carry out his speech not?

Rebuilt the company January 1996, meetings of the management UVGN place in the conference room at large headquarters in Oss. On the desk, in front of each member is notified of the Office of Unilever Group’s ability to transfer the company to other partners. Gunning said the manager of the company, “Unilever has decided to dismiss will end all of us, however you will be given priority to buy back the company, if you feel confident.” After about ten minutes you make with each other, the managers recognized that the notice is the only forged, even if the dismissal is the ability to have happen. To continue the ability to compete with your UVGN act more than merely reduce operational costs. Need to redesign the company to develop further.

New Vision In 1996 to go through, the re-organization has conducted UVGN finished, at least on personnel matters. ‘UVGN forced to perform such, “Hein Swinkels, a director newly appointed says,” Now we need to rebuild UVGN. How do companies develop more? The failure in the operation of UVGN was too obvious. However, the problem how to combine fields of marketing, with business operations are no clear method. Therefore, we need more initiatives to this problem. Except some initiatives also problematic around the product category, leaders still do not have a close strategic vision and a depth about what should be done for Unox, brands, product lines subject … Therefore we need to start immediately to hand this job. ” Each manager at UVGN need to devote more for the development of strategies of the whole company, with each program actions specific to each factory. The proposed program strategy for 2002 to help the managers have the awareness on the opportunities of the company, to partners, customers and organizations. At the same time, this program also gives the managers more base to analyze the situation as well as establishing a forum for people to the debate and define the difficulties in the process of bringing the company up front. A feature of the program this strategy is to require members to join group activities of the program must learn to read and speak English – a requirement never have before. A manager for, “It is one thing differently than the time before. English has become the language of our company. ”

Li Comment from ignorance to new thinking The opponents of UVGN are always in the leading position in response to the situation of financial market. In a report in 1996, Campbell’s statement, “Shareholders who holds a key role and most important of those raising capital.” Reports of Heinz showed that they “are racing to run the implementation rate of increase Chief profits doubled in 2000 “. And CPC International also indicate that they wish to “overcome the face of opponents to make gifts annually to shareholders.” Predicting the level of the profits of the first 5 years UVGN to about 300 million gundon Netherlands, is not as expected by the shareholders. If a recognition of how serious the current situation of the company UVGN then goes after his opponents on controlling production costs as well as the quality of finished products. Article worst is what? Brand name of the first train UVGN, Unox, although still occupied keep their market shares in the market available but not found our position in the market segment new customers. Tasks set out for everyone is very clear: To build the company, need a way of thinking completely new compared with previously. UVGN must change the way the errors were thought to have been thinking new ways to think hon.Theo ago, UVGN only focus on the markets they are on the three products as soup, meat and sausage. However, a company is up front must have been what people usually called a vision deep and wide to identify the opportunities and dimension of it. Most of the key products of Unox are targeted group of consumers tradition: the housewife to buy food in shops and then take home meal processing by customs of the Netherlands. The group has strategic review changes in eating habits such as increasing the level of consumption of snack products and fast food. They also studied tastes of the group of customers to grow as single people, students and children. It is these activities he was open to their horizon of opportunities for himself and create some “about how to compete”, according to expressions of members participating in the program strategy. The group considered the consumers’ moods have “found that the interests of God is increasing strongly in the line of food safety, these foods taste strange du be imported from abroad and food” entertainment ‘Different. Thinking can help the leaders of the thinking of UGVN oriented tastes of the consumers themselves, creating a complimentary initiatives aimed at expanding brand and develop new products.

Movement learning fast and better quality of By encouraging delighted with this new idea, the management specialist at UVGN still want to cover them with the ardent with a careful. First is because the maintenance costs of production and product quality control in the still matters most. Besides, if you do not have been motivated to develop clear, the company will not be able to exist or pressure due during the competition as well as not increase the interest rate dividend. Clearly UVGN just need to have the human capacity to implement these initiatives, not to mention enforcement programs throughout the company. However, its human resources UVGN is not developing the skills as well as psychological confidence needed to make a vision into reality. And finally, the success of the program depends on the ability of UVGN in human development. Some experts here have stated that “We must compete by learning very quickly and efficiently than their opponents.”

Developing personal success Step important first in the development of human resources is to take place early February 1996, when twenty employees at Unox been involved in “training Covey”, a training program based on platform book of food Stenphen Covey, “Seven habits of the successful”, by branch of the company in the UK provides. Hans Cornuit along with some other managers have been granted the certificate as the specialist training program Covey. The basic concept appears in the course could become a part of the food daily at the company. In addition to introducing training courses Covey, both Unilever and UVGN have programs aimed at human development process, including evaluating the capacity, the 360 degree evaluation with the training of skills. However, what it should have to offer staff workers of the company’s progress ahead and prepare for the development in the future require more scale, improve them and that is what they have never experienced ago.

Drag the whole company entered the In the field of development and change the organization, the concept of “intervention in the whole system” is very interested and it attracts many people who join in a dialogue about the business and development agencies point, new skills more. In addition, the rules differ in practice knowledge organizations to improve and be home with the support of many people. Based on this method, UVGN decided to drag the entire company involved in the study forum. Who organized and designed this Forum is Jeff Pitt, a specialist in training Covey. This course may help experts, management and employees in the company can gather the experience to something more, not necessarily just a presentation alone. They can chat, work together with tasks that previously they never try, and of course, they have the opportunity to experience these feelings together when learning new things. They not only collect more knowledge of the business but also in exploring the meaning of the work they have to discuss the program as well as their responsibility for it. They can also participate along with a number of corporate performance and test preparation Contest.

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